This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Andrea Kömöcz IMA Norway.

"You should have been an active participant instead of just staying in the background. You worked hard behind the scenes; you should have enjoyed the event, too."

Recently, after a big professional event that I helped organize, I received this eye-opening feedback.

This feedback really hit home.

Too often, we, as management assistants, make ourselves invisible. We focus on the logistics, the seamless execution of plans, and ensuring everyone else's needs are met, often at the expense of our own visibility and recognition.

We might think we don't deserve the spotlight, that we are not on the same level as other professionals because we are "just organizing."

But why should we remain hidden? Aren't we integral to the success of each accomplishment?

Our roles demand skills in management, attention to detail, and initiative that many top executives rely on daily.

It's time for a shift in perspective. It’s time we step out of the shadows with pride.

We need to be visible, show our contributions, and take pride in our achievements. We did this—and we deserve recognition!

If we want the role of executive assistants to be recognized as the professional powerhouse it truly is, those of us who bear the title must lead the change. We must step out, not just at events, but in every aspect of our professional lives.

Show up not just as supporters but as key players. Make your voice heard, share your ideas, and show how valuable you are.

So, I challenge my fellow EAs: next time, don’t just facilitate – participate.

Claim your space.

Be seen.

Be proud.

You are not just organizing; you are making things happen.

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This article is penned by Andrea Kömöcz, Management Support at Equinor and member of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Andrea Kömöcz IMA Norway.

As executive and management assistants, we often find ourselves in the service of others, constantly striving to be helpful and to please. We naturally go the extra mile, driven by our dedication to support and facilitate.

In our roles as executive and management assistants, we're wired to be helpers—to assist, facilitate, and enable. It's part of our job description to ensure everything runs smoothly and everyone is supported.

However, our eagerness to assist can sometimes lead us to take on too much. Have you ever felt overwhelmed, finding yourself on the edge of burnout? How is that helpful to us or the companies we serve?

Setting boundaries is crucial, not just for our well-being but for maintaining our effectiveness. It's about managing our workload so we can handle our responsibilities without compromising our health.

I know saying "no" can be tough; I struggle with it too.

At a recent time-management course, I received some game-changing advice from a seasoned expert, Ingrid Dietrichson. She suggested, "Before you respond to any request, give yourself two hours. Whether it's a work task or a personal favor, taking this time helps you evaluate if it aligns with your priorities."

And remember, if someone demands an immediate answer because 'it's urgent,' consider that a red flag. Chances are it’s a demand, not a request—and that’s a situation where saying "no" is not only justified but advised.

Very few things are as urgent as they seem, but your health and well-being? They are always the most important.

So, next time you're asked to do something, take a moment. Reflect. Does it fit with your priorities?

If not, IT IS OKAY to say no. Protecting your time is protecting your health, and that’s something we can't afford to overlook.

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This article is penned by Andrea Kömöcz, Management Support at Equinor and member of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, Chair IMA Norway. 

I didn’t expect those words.

A month ago, I had my first meeting with my new boss. I was a little nervous because I was now a PA to a leader who isn’t Norwegian. He doesn’t even live in Norway. He lives in Italy. I hadn’t chosen him; I was selected in the new company restructure. The very first thing he said to me was that he trusted me from the start.

I felt an immense sense of relief.

Trust isn’t always a given. In Nordic culture, it’s common to start with 100% trust. In many cultures, you start with 0% trust and earn it. You need to deserve it.

Trust is personal. I may trust you, but you may not trust me in return, or vice versa. It’s a complex human experience, yet one of the most important elements of a successful EA and CEO partnership.

If trust is absent between the EA and CEO, it can adversely affect the organization. If trust is absent between two individuals who work as closely as a CEO and EA do, then how might that look to the rest of the organization?

I’ll answer for you: not great.

As an EA, you need trust from both sides: from your CEO and from your organization. Without trust, your effectiveness diminishes, and your role becomes harder to navigate.

Building and maintaining trust involves clear communication, reliability, and a proactive approach.

So how do you maintain trust?

Brené Brown addresses this in "Atlas of the Heart". Outlining 7 elements of trust, captured in the acronym BRAVING, that provide a comprehensive framework to build and maintain trust:

Boundaries: Ensure boundaries are clearly outlined and respected. If boundaries are unclear, ask. Disregarding boundaries can severely damage trust.

Reliability: Do what you say you’re going to do. Show up consistently and predictably. Reliability builds credibility.

Accountability: Take ownership of your role and responsibilities. Own your mistakes, apologize, and make amends. Mutual accountability strengthens the partnership.

Vault: Maintain confidentiality. Be the vault for your CEO and vice versa. Trust can only be built if sensitive information is kept confidential.

Integrity: Choose what is right over what is comfortable or easy. Align your actions with your values. Integrity is crucial for building trust.

Nonjudgment: Be able to ask for what you need and offer the same to others without judgment. Discussing boundaries and burnout openly can prevent resentment and toxicity.

Generosity: Extend generous interpretations of intentions and actions. Approach situations with curiosity, not judgment. Generosity fosters a positive and trusting environment.

With a common framework for trust, you can discuss with colleagues and CEO what areas need work to build more trust.

Have you faced challenges in building trust in your role? How did you overcome them?

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This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.

This is an article from our gold partner iBabs

Board meetings are the lifeblood of a successful business. They shape the future strategy of the company, the unique approach to execution, and the response to up and coming risks. Unfortunately, in many cases, board meetings are not as productive as they could (and should) be.

As recently as 2019, strategy experts Ernst & Young found that more than a third of corporate leaders felt that developing “better engagement around strategy development and monitoring of strategic execution” was still the biggest challenge they faced. This shows why companies need to make the most of the opportunities they have when they convene the board together. 

Read the entire article here

This is an article from our partner Assist-Me.

In the fast-paced global world, the role of the Personal Assistant (PA) is dramatically evolving, transcending traditional boundaries and becoming an essential game changer in professional and personal spheres. Personal Assistants are now crucial strategic partners empowering C-Level Executives, Private Individuals, and Families with tailored support and unique solutions across international landscapes.

The transformation into this role began 25 years ago when Ingrid and Daniella, former Executive Assistants, stepped into an entrepreneurial journey, leveraging their experiences to serve a diverse clientele both domestically and internationally. Their journey has been marked by forging strong international networks, which are now instrumental in enhancing the capabilities of PAs worldwide.

A-Me, the platform founded by Ingrid and Daniella, is at the forefront of this transformation, viewing PAs as Local Strategic Partners who navigate complex global demands. This vision is executed through a network that not only enhances the professional skills of PAs but also enriches their personal growth and entrepreneurial spirit. At A-Me, PAs are empowered to manage their agendas, tasks, and income, connecting with exceptional international clients and expanding their professional horizons to become the PA Gamechanger.

The service range at A-Me is extensive, from organizing bespoke travel experiences to crafting unique local holidays and events, all tailored to meet the sophisticated needs of Busy Wealthy People (BWP). This approach ensures that PAs provide unparalleled support and personalized attention, making every interaction worthwhile to their indispensable role in the global service industry.

As the PA profession continues to evolve, their role is no longer just supportive—it is strategically transformative, making PAs integral to shaping the future of top-tier global services. For those looking to redefine their professional journey and excel beyond traditional roles, A-Me presents a golden opportunity to become game changers in a truly international setting.

Want to join this revolutionary platform, visit www.a-me.nl 

An article from our gold partner iBabs

Robert’s Rules of Order, also known as Robert’s Rules or RONR come from a book written by Henry Martyn Robert. Originally published in 1876, there have been 12 editions since with the latest up to date version published in September 2020. Henry Robert himself completed the fourth revised edition before his death in 1923.

The procedures in this manual were created to conduct orderly parliamentary meetings and considering the rights of:

• The majority
• The minority (especially if bigger than a third)
• Individual members
• Absentee members
• All groups together

Today, RONR is the most commonly-used book on parliamentary procedure in the United States, gaining more and more popularity all around the world.

...

What are Robert’s Rules of Order?

Generally speaking, RONR is a set of strictly defined procedures that can be applied to many meeting situations. The premise is that a chairperson allows everyone to voice their opinions, and everyone is seen, heard and considered. 

As the 11th edition of RONR says,

 "The application of parliamentary law is the best method yet devised to enable assemblies of any size, with due regard for every member’s opinion, to arrive at the general will on the maximum number of questions of varying complexity in a minimum amount of time and under all kinds of internal climate ranging from total harmony to hardened or impassioned division of opinion."

Today, Robert’s Rules are used for:

• Parliamentary rules and proper procedures
• Bringing discussions to closure
• Making informed decisions in a formal setting
• Dispute resolution

These can be applied to most meeting situations from PTAs to large-scale board meetings.

Read the entire article here

Blog from Trafo Baden

Welcome to our A-Z series on event planning, where we're exploring thoroughly into the world of crafting unforgettable experiences for your guests. Today, let's explore "E" for Event Type and how understanding the diverse occasions can truly elevate your event game.

Understanding the Diversity of Event Types

Event planning isn't a one-size-fits-all affair. It spans a vast spectrum, from seminars and trainings to product launches, award shows, employee events and many more. Each type comes with its own flavour, audience, and objectives, so grasping the essence of each is fundamental to your success.

Read blogpost here

Blog from Trafo Baden

Prepare for the next chapter in our 'Event Planning A-Z' series! This time, we're diving into 'D' for Decoration! From tackling challenges to crafting immersive atmospheres, explore how subtle elegance can elevate your events. Get ready for insights on overcoming obstacles, creating memorable experiences, and transforming your events with the power of decoration!

Read blogpost here

On March 18, IMA Sweden held a meeting with an important  message "Children & Cancer do not go together" and we initiated a fundraising.

We had a journalist from Executive Effect (a web based news letter/web page for EAs in Sweden) there, and she wrote an article about it - see here IMA:s träff hos Barncancerfonden gav tillskott till insamling - Executiveeffect. You can see the translated article text here.

Image borrowed from the article published on www.Executiveeffect.se 

Driving Success Amidst Uncertainty: Sofie Koark Reflects on Four Years as IMA's Executive Vice Chair

At the heart of global professional networking, the position of Executive Vice Chair holds a unique blend of responsibility and opportunity. Over the past four years, Sofie Koark has held this important position within IMA, guiding endeavors and international events. With her term drawing to a close, we caught up with Sofie to chat about her journey leading IMA. Join us as we delve into Sofie's proudest moments, toughest challenges, and the valuable lessons she's learned along the way.

Can you share with us some of the key initiatives you've led during your tenure as Executive Vice Chair of IMA?

As Executive Vice Chair I’m responsible for the training and education program of the Association. That includes all the international events. Since we have two huge events every year in different IMA countries - the International Training Day (ITD) in the spring and the International Annual Conference (IAC) in the autumn - it is the main focus for me. Having our first conference outside Europe, in Cape Town, South Africa was unforgettable! In addition, we have our regular international training webinars and various cooperations with training partners.

Looking back over the past four years, what accomplishments are you most proud of?

I’m most proud that we navigated IMA through the pandemic and into the new normal. It has been challenging financial years, and I am proud that we have managed that successfully and handled all the events. We also executed great online and livestreamed events. I’m also proud that we sourced a new Professional Conference Organizer (PCO) in 2023, Ursula Wartha/Strictly Business, that has brought a lot of expertise in financial management that has helped us to be more in control of the events.

How has your role in IMA affected your work? Have you learnt things in IMA that you have applied in your job as an executive assistant?

Yes, project management, event management, board work and people skills. In this role I am a leader, I set the direction, and I must make the overall decisions which I enjoy. I have also developed my communication skills.

What inspired you to take on the role of Executive Vice Chair, and how has your vision for the organization evolved during your time in this position?

I wanted to develop myself to drive results, getting a valuable understanding of how to run a complex international organization, and how to cooperate successfully with many different stakeholders. I believe IMA has a great foundation to build on for the future. It is based on engaged members, and we need to follow the times and make sure that we always stay relevant and provide value to members. Our mission is to connect and engage peers within and across borders and empower our members to excel.

In such a dynamic role, what strategies did you employ to navigate challenges and maintain momentum?

I drive things forward and I like to discuss my way through challenges, getting several perspectives and experiences on the matter and including people in the solution to keep everybody engaged. I guess it is the Swedish way – to build consensus!

Could you highlight a particularly challenging moment or decision you faced as Executive Vice Chair, and how you overcame it?

In 2020 we had to cancel and postpone events and that was a very tough and difficult decisions, not knowing how long the pandemic would last. I decided to only do digital events during 2021 and it turned out to be the right decision. After 2021 we launched our ITD in Luxembourg scheduled for the spring 2022 at the same time that the pandemic came back with the omicron virus! So, the whole event was very uncertain and impacted but we did manage to have it hybrid the end and in a responsible manner.

Then we launched the IAC in Helsinki scheduled for Autumn 2022 at the same time as Finland’s neighbor Russia suddenly started a war in Europe! Finland then quickly applied for a membership in NATO and we were very uncertain if people and sponsors would dare to come to our event, or what was going to happen next. When working with international events anything can happen, and that you need to be prepared for. I have had many nights worrying about our events and finances and trying to come up with creative solutions.

As you prepare to step down from your position, what advice would you offer your successor?

To invest time and energy into creating great and rewarding working relationships with the Executive Committee, the event Project teams, our PCO, and partners. Teamwork makes the journey fun!

How have you fostered collaboration and teamwork within IMA during your time as Executive Vice Chair?

I always try to bring positive energy. I’m results-oriented and whoever has the best solution I am happy to go along with. I try to adapt and make sure people feel appreciated to not lose motivation. I am always reachable and quick to reply to move things forward. I am ambitious and I work hard with several IMA meetings in the evenings most weeks.

Can you share any memorable moments or milestones that stand out to you from your time in this role?

The first-time meeting together at an international event in spring 2022 in Luxembourg after two years of only online meetings was fantastic! We were all in a party mood and we felt the bars closed too early! I also really liked the IMA Sustainability challenge we did twice together with our partner Deedster where we learned how our daily choices can impact the climate, and competed together cross-borders though a digital tool. Gamification is a great way to create engagement and learn new things.

Looking ahead, what do you see as the biggest opportunities and challenges for the organization?

I think when you belong to an association you have to step up at some point and contribute, to give back to the community. An association is based on volunteers and it can be challenging to find people to fill the open positions. Even though it is a lot of work it is so rewarding and you will expand your network and get so much value in return!

As you transition from this role, what personal or professional goals do you hope to pursue next?

After four years in an international role and six years in a national IMA Sweden role on top of my fulltime normal job as Executive Assistant I will definitely enjoy having some more free time!

Finally, what message would you like to convey to the members of IMA as you prepare to step down from your position?

That IMA’s future depends on you and that together we can accomplish so much for our fellow Management Support Professional around the globe and elevate the role! Making sure that we learn the latest skills to be in demand in the market. “Ask not what IMA can do for you, but what you can do for IMA” haha. Step up and apply for an open IMA position to develop yourself professionally, you will not regret it!

Interview by Annika Hedström, IMA global social media team